Good Governance Checklist from CWP

GOOD GOVERNANCE: THE ESSENTIAL CHECKLIST

Based on and adapted from Capacity Waterloo Region on the internet

Editor's note (I especially like this checklist more than others because it emphasizes attention to overlaps that normally cause problems in Waldorf schools. You can certainly adapt it for your use. As with all checklists, it is a good place to launch a discussion of roles, responsibilities and agreements. -ms-)

CO M M UN I CA T I O N

The Board speaks collectively with One Voice at all times

Admin/Faculty reports to the Board on a regular basis

The Admin/Facultyalways keeps the Board informed of major internal / external issues or trends

The Admin/Faculty does not instruct any Board member, including the Chair of the Board

The Board makes an honest effort to engage with the membership

The Admin/Faculty makes an honest effort to engage with the beneficiaries & customers

 

RO L E S  A N D  RE S P O N S I B I LI T I E S

The Board focuses on governance duties, i.e., strategic visioning & long-term planning

The Admin/Faculty focuses on operational duties, i.e., annual budgeting, goal setting, day-to-day

The Board does not instruct the Executive Director or staff on day-to-day duties

The Admin/Faculty does not instruct any Board member, including the Board Chair

The Board Chair facilitates free and open meeting discussions based on a set agenda

 

MON I T OR I N G

Detailed minutes are kept from all Board meetings, i.e., Motions, Vote Counts, etc.

The Board monitors its own performance on a regular basis, e.g., Self-Evaluations

The Board evaluates the Administrator’s fulfillment of strategic objectives

The Board monitors the organization’s financial conditions on a quarterly basis

Audited financial statements are readily available and accessible to the membership

 

CO M M I T T E E W O RK

Board committees have a set mandate, membership, and lifespan

Board committees report to the Board and thus have no binding authority

Board and staff committees do not have overlapping mandates

Board members on staff committees do not direct staff or report content to the Board

Board committees are used infrequently, as boardroom discussion is paramount

 

AC C O U NT AB I L I T Y

The Mission, Vision, and Values are drafted and enforced by the Board

The Admin/Faculty is fully accountable to the Board for all activities & actions of the organization

The Board remains accountable to the membership at all times

Confidentiality is respected by all Board members and staff alike

The Board is ethical, prudent and legal in all of its duties

 

 

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